About Matt Sturm

A healthcare consultant for more than 10 years, Matt’s career has focused on improving access to high-quality clinical care, especially for life-threatening conditions. To this end, Matt has focused on working with health systems to create improved and/or enhanced care delivery models. His passion for healthcare and his clients’ patients is evidenced by his deep expertise in strategic and business planning, service line development, and mergers and acquisitions. Matt is recognized as a firm leader in business transactions and is co-leader of ECG’s Transaction Advisory Services practice. He has facilitated dozens of complex business transactions among hospitals, health systems, and medical groups. Matt’s clients value his proven track record of developing innovative solutions to complex problems, ultimately finding a way to get the deal done while providing pragmatic counsel to ensure that the arrangement will be durable. Matt is also a firm leader in oncology services and serves as the co-leader of ECG’s Oncology practice. Matt has assisted dozens of oncology clients with a variety of strategic and operational issues related to creating better, more comprehensive, and sustainable cancer enterprises. This work has included developing strategic plans, aiding programs in launching new clinical modalities, and assisting programs with growth and expansion opportunities through acquisition and partnership. Matt views every oncology project as an opportunity to aid in the war on cancer; his technical expertise, relentless drive, and collaborative approach to working with his clients yields enduring benefits for his clients.

Build, Buy, or Align – Creating Integrated Health Systems for Value-Based Care

Healthcare organizations need to pursue clinical integration if they expect to flourish in an environment defined by value-based reimbursement. Organizations that lack a comprehensive portfolio of clinical service offerings risk losing ground to health systems that are better able to control costs and keep patients from seeking care outside a tightly integrated network.

In a previous blog post, we examined the first steps on the path to clinical integration – in particular, identifying gaps in service. Once providers identify those gaps, a bigger decision looms: how to fill them. This post considers the options. Continue reading

Before You Build, Buy, or Align – What Every Organization Should Know

As the healthcare industry continues moving toward value-based care delivery, provider organizations can no longer afford to think about clinical integration in the abstract. Thriving in a dynamic reimbursement environment characterized by alternative payment models requires strategic, financial, and clinical integration across a full continuum of healthcare services. Organizations that cannot offer a comprehensive suite of services to their patients could soon find themselves at a competitive disadvantage.

The critical question facing the leaders of those organizations is: “Do we build, buy, or align with existing organizations to provide missing services?” The answer will vary across providers and markets. But before that question can even be asked, organizations need to get a better grasp their existing capabilities and the dynamics of their markets. Continue reading